Values Report 2014

Values in action IFC

Welcome and highlights 01

About BBA Aviation 02

Vision, Mission & Values 04

PERFORMANCE 06

Data verificationSafety KPIsSustainability KPIs2014 accreditations

SAFETY 08

PEOPLE 10

Training hoursDiversity and inclusion

SERVICE 12

Key customer awards

RESPONSIBILITY 14

Principles of charitable giving and community engagementEnvironment checklistParent company charitable giving programme

RESPONSIBILITY – COMMUNITY 16

Volunteer hours

RESPONSIBILITY – ENVIRONMENT 18

INTEGRITY 20

Human rightsEqual opportunitiesCode of business ethics

GUIDE TO ACRONYMS

B&GA Business & General AviationDAI Dallas AirmotiveGHG Greenhouse gasH1 First halfHSE Health, Safety & EnvironmentKPI Key Performance IndicatorRIR Recordable Incident RateVMV Vision, Mission & Values

Contents

Our values

PERFORMANCE We focus on delivery of long-term and sustainable value, continuous improvement and reliability.

SAFETY We are dedicated to safety and security, the elimination of hazards and protecting people, property and our environment.

PEOPLE We are committed to investing in and empowering our people through training and education and to providing them with opportunities for rewarding careers.

SERVICE We strive continually to anticipate customer needs, exceeding their expectations.

RESPONSIBILITY We are committed to managing our impact on, and contributing positively to society and the environment.

INTEGRITY We earn the trust and respect of our stakeholders with honesty, fairness, openness and by honouring our commitments.

We focus on continuous improvement – financial, operational, social and environmental – and the delivery of sustainable value. We expect our teams to work together to share best practices within their own businesses and across the Group, so that all of us can benefit from new ideas and improved ways of doing things.

Values in action

People are BBA Aviation’s greatest asset. Their service skills and operational and engineering expertise are the core of our business.

“ When you are doing your job you always try to do the best you possibly can. Continuous improvement is a mindset and is encouraged by Shell and by the team here at ASIG.”

“ Contribute to your work and contribute to the society and community in which you live; you will enjoy yourself and your life will be valuable.”

Behaving responsibly - both in the way in which we interact with our local communities and in our approach to the environment is important for BBA Aviation and important to all of our employees. It enhances our relationships and is vital for our long-term ability to operate and to mitigate risk.

Acting with integrity is critical to maintaining good and continuing relationships – from those we have with customers and other external stakeholders to the way we interact with each other.

Operating in accordance with legislation and best practice is vital for our current and future success.

205

26,201 170+

5,700

1,132

205 of 286 BBA Aviation reporting sites achieved zero RIR in H1 2014.

Our Aftermarket Services division delivered 26,201 hours of employee training (July 2013 – June 2014).

170+ walk a mile days have been completed to date.

volunteer hours at Aftermarket Services (July 2013 – June 2014).

1,132 tow it like you own it pins have been awarded to date for safe tows at Signature.

Our new Safety Flight Plan was launched in February 2014.

Our goal is to create a world-class safety culture at BBA Aviation in order to deliver best-in-class health and safety performance and zero incidents.

Read more on page 6

Read more on page 8

Read more on page 10

Read more on page 12

Read more on page 14

Read more on page 20

-13%GHG emissions down 13% 2013 vs 2012.

Our customers expect high quality and reliability from every business in BBA Aviation.

We aim to surpass expectations and have designed our businesses to anticipate customer requirements both now and into the future so that we can continue to lead the market.

Welcome

Simon PryceGroup Chief Executive

Welcome to BBA Aviation’s 2014 Values Report covering the 12 months to June 2014. Our Vision, Mission and Values (VMV) are fundamental to everything we do at BBA Aviation; they are important to everyone that works for the Group and they are relevant to our customers, our suppliers and to everyone that has a relationship with us. We felt it important to provide a report that reflects the focus we put on VMV and that shows how our Vision and Mission and, in particular, our Values, are put into action across our businesses every day.

Corporate Social Responsibility and sustainability are embedded into VMV. We will therefore be reporting on our progress in these areas as part of this new Values Report. As well as reporting on progress, we will be focusing on Values champions from across the Group. These are individuals that inspire us all.

We will continue to monitor developments in CSR reporting and best practice and, in the next six months, will be reviewing our CSR and sustainability strategy, goals and disclosures to ensure that we exceed the expectations of our employees and our stakeholders.

I would like to thank all of the individuals who have contributed to the production of this new Values Report and those individuals that serve on our various CSR-related committees including the Safety Committee, the CSR Committee and the Charitable Giving Committee. Your efforts are very much appreciated.

ABOUT THIS REPORTThis report uses a selection of data and details of projects at BBA Aviation and from our businesses that illustrate our values in action.

Data and information contained in this report relates to the period July 2013 to June 2014 unless otherwise stated and was correct at the time of writing (September 2014).

HIGHLIGHTSTotal number of sites achieving zero RIR

205

-13%$175k

205 of 286 BBA Aviation reporting sites achieved zero RIR in H1 2014

2013: 49.45 Tonnes/ $m revenue2012: 57.25 Tonnes/ $m revenue

Donations 12 months to June 2014

RIR is BBA Aviation’s primary health and safety performance metric. RIR measures the number of full time employees out of every 100 that sustain a recordable injury or illness in the period.

BBA Aviation parent company charitable giving programme GHG emissions in 2013 vs 2012

BBA Aviation’s RIR

*YTD 31 July

After falling for six years, our group-wide RIR plateaued in 2013 and has risen in 2014. Our focus on acknowledging and learning from near misses and a shift towards behavioural based safety is raising awareness and helping to more deeply engage team members in safety issues to develop a culture that will help us deliver our goal of zero incidents.

2010

2011

2012

2013

2014*

3.25

3.08

3.04

3.11

3.87

01

Location and employee data as at 31 July 2014.Please go to www.bbaaviation.com for more information.

About BBA Aviation

WHO WE ARE

BBA Aviation is a market-leading provider of global aviation support and aftermarket services.

WHAT WE DO

FLIGHT SUPPORTOur Flight Support businesses provide specialist on-airport support services, including refuelling and ground handling, to the owners and operators of private, business and commercial aircraft.

AFTERMARKET SERVICESOur Aftermarket Services businesses are focused on the repair and overhaul of gas turbine engines and the service and support of aerospace components, sub-systems and systems.

WHERE WE OPERATEWe operate at nearly 230 locations on 5 continents and have more than 13,000 employees worldwide.

Number of sites 163

NORTH AMERICA, CARIBBEAN AND CENTRAL AMERICA

Tori CloudRegional HSE Manager, Signature16 years with BBA Aviation

Number of employees 10,283

02

WHO WE SERVEOur customers span three key aviation markets. 68%

Business & General Aviation

25%Commercial Aviation

7%Military Aviation

2013 key markets revenue split

Number of sites 38EUROPE

Martin BushCommercial Engineer, H+S Aviation41 years with BBA Aviation

Number of employees 2,906

Number of sites(including 20 Signature minority interest locations) 21SOUTH AMERICA

Eugênio TorresActual Maintenance Inspector, DAI Brazil5 years with BBA Aviation

Number of employees 9

Number of sites(including 1 Signature minority interest location) 5ASIA

Natthaphong BoonpithaksapOperations Manager, ASIG Bangkok9 years with BBA Aviation

Number of employees 24

Number of sites 1AFRICA

Paul SeptemberHangar Supervisor, Signature Cape Town28 years with BBA Aviation

Number of employees 19

03

Vision, Mission and Values

VMV launchUpdated VMV launched in January after feedback from employees.

VMV awardsNew VMV awards recognising employees living BBA Aviation’s values and contributing to our mission to be launched in December 2014.

OUR APPROACHBBA Aviation’s Vision, Mission and Values align and link all of our businesses together as one team. They describe what we care about, how we behave and our aspirations for tomorrow and for the future. They are adopted across the Group and are used by our teams on a daily basis to help us reach our goals.

In 2014 we relaunched our Vision, Mission and Values (VMV) following input from employees. The Vision and Mission language was simplified and the Values emphasised through new design work. Our new VMV were rolled out to all BBA Aviation locations in the first quarter of 2014 with a range of supporting materials and launch activities. Wherever you go in BBA Aviation you will see our VMV displayed.

Our six Values are relevant to our business today and to its future success; they describe how we create long-term sustainable value for all of our stakeholders. They are important to BBA Aviation employees and all of us, from the Executive team to employees on the tarmac and in our workshops, proudly put them into action every day.

VISION AND MISSIONBBA Aviation is dedicated to being the world’s leading provider of aviation support and aftermarket services by:

Consistently exceeding customer expectations;

Valuing and empowering our people in a zero incident, safe environment;

Encouraging innovation;

Working together for greater gain;

Always behaving with integrity and respect.

Our overarching objective is to deliver exceptional, long-term sustainable value for all our stakeholders.

We have a number of recognition programmes across our businesses such as our Leadership Awards and our Above and Beyond card programme which recognise and reward employees living our Values and we utilise our Values in the majority of our training programmes. We are also looking at ways to embed them into formal employee assessments. Our Values feature in all of our internal communication materials such as our newsletter, BlueFlyer, and information posters.

Our Vision, Mission and Values are fundamental to the current and future success of BBA Aviation and guide us all on our journey to being world-class and delivering exceptional, long-term sustainable value for all of our stakeholders.

04

OUR VALUES

PERFORMANCEWe focus on delivery of long-term and sustainable value, continuous improvement and reliability.

SAFETYWe are dedicated to safety and security, the elimination of hazards and protecting people, property and our environment.

PEOPLEWe are committed to investing in and empowering our people through training and education and to providing them with opportunities for rewarding careers.

RESPONSIBILITYWe are committed to managing our impact on, and contributing positively to, society and the environment.

SERVICEWe strive continually to anticipate customer needs, exceeding their expectations.

INTEGRITYWe earn the trust and respect of our stakeholders with honesty, fairness, openness and by honouring our commitments.

05

Performance

DATA VERIFICATION INFORMATIONThe data and information contained in this Report has been validated through BBA Aviation’s internal processes and we use external consultants to assist with validating our Health and Safety KPIs and GHG emissions data. More information on GHG emissions reporting can be found in BBA Aviation’s Annual Report 2013.

OUR PERFORMANCEKPI 2010 2011 2012 2013 2014 Future

RIR 3.25 3.08 3.04 3.11 3.87* See page 9

Number of sites achieving zero RIR

124 134 160 144 205** See page 9

Electricity ConsumptionKiloWattHr/$m revenue

66,621 55,188 51,829 48,155 See page 19

GHG EmissionTonnes/$m revenue

75.31 61.45 57.25 49.54 See page 19

Water ConsumptionThousand litres/$m revenue

213 196 182 161 See page 19

* YTD to 31 July 2014** H1 2014

156,657hours

Signature Flight Support total training hours July 2013-June 2014

26,201hours

Aftermarket Services total training hours July 2013-June 2014

Performance is relevant to everything we do at BBA Aviation. It applies to operational and financial results but also to how we approach our relationships with our stakeholders and to all that contributes to the successful progress of our business.

We focus on continuous improvement – financial, operational, social and environmental – and the delivery of sustainable value. We report externally a number of important sustainability KPIs alongside those relating to financial performance (see below) but we also operate with internal and more informal expectations and aspirations that motivate our teams to do the very best they can.

We expect our teams to work together to share best practices within their own businesses and across the Group where relevant, so that all of us can benefit from new ideas and improved ways of doing things.

Progress is incremental and all members of the BBA Aviation team are encouraged to contribute what they can, however small, to the success of the whole Group.

06

2014 ACCREDITATIONS

Barbara in action Barbara first became interested in CI when she joined a BBA Aviation course. The course inspired her to create a simple training programme and a fun recognition process that would motivate her team members to continually look at ways to make sustainable improvements in their own daily work activities. Everyone that came up with an idea that saved 10 hours of work was named a CI champion and teams were awarded a coloured marble in a jar for every hour saved.

Barbara’s ambition grew stronger and she set a personal target to make Accounts Payable run as efficiently as it could and, ultimately, create value for BBA Aviation by making a profit – not an easy task. She first implemented the P-card project which enables

BBA Aviation to pay vendors without using cheques. The project saves the cost and man hours of using cheques and creates a cash rebate for BBA Aviation. In the last three years, using P-cards has made our company $3 million.

Barbara and the Accounts Payable team have also recently implemented a new daily report and process called the daily handshake which ensures that invoices coming in from our sites are properly logged so as not to go astray in the new payment system.

Barbara Bresnan, Director AP Treasury, BBA Aviation

“ The P-card scheme is my passion and I give myself a personal goal every year of the rebate I want to achieve. It is a huge long-term opportunity for BBA Aviation and something I work on constantly. The daily handshake is a process that improves our service to BBA Aviation sites and to vendors waiting for invoices to be paid – it is recognised that we have made significant improvements in this area in the last six months.”

VALUES IN ACTIONBarbara Bresnan leads the Accounts Payable and Treasury departments at our Business Support Centre (BSC) in Orlando. She and her team use Continuous Improvement (CI) techniques to constantly improve the service offered by the BSC to BBA Aviation’s businesses.

14sitesCertified ISO14001: Environmental Management Systems

5sites

Certified OHSAS18001: Health & Safety

12sites

Certified ISO9001: Quality Management System

07

Safety

Protecting the safety and health of our team and all those affected by our business is a critical priority for BBA Aviation.

Working safely is relevant to everybody in our business, not just those on the front line; our license to operate, internal and external reputation and employee loyalty depends on it. All our employees are expected to take responsibility for themselves, co-workers and the areas they are working in.

Our goal is to create a world-class safety culture at BBA Aviation in order to deliver best-in-class health and safety performance and zero incidents.

Our Safety Steering Committee was formed in July 2013 and includes representatives from across the Group. Its role is to enhance our safety policies and procedures and to promote safety best practices

and behaviours. Our businesses have also recently been putting more focus on near misses – through divisional committees and better tracking – so that we can learn lessons and encourage greater awareness of the root causes of incidents and accidents in order to prevent them.

In February 2014 we launched the new BBA Aviation Safety Flight Plan consisting of 10 safety pillars and 10 safety behaviours that everyone should adhere to. This simple way of articulating BBA Aviation’s key safety messages has been adopted throughout the Group and communicated using posters and other internal communications materials.

ONTIC SHAKEOUTOntic Chatsworth utilised monies won in the BBA Aviation 2012 Leadership Awards to enhance the site’s readiness for a major earthquake incident by recruiting, training and equipping a new Search and Rescue Team (SART) and running a full earthquake drill.

170 employees and one site visitor participated in the October 2013 event.

23sites

16 ASIG and 7 Signature EMEA & Asia sites participated in the inaugural Flight Support EMEA fuels safety event in November 2013

70new bi-lines and stairs

70 new bi-lines and stairs have been purchased by Flight Support locations to improve fall protection safety when accessing fuel truck tanks

3.87RIR

BBA Aviation’s Group-wide RIR YTD to 31 July 2014

205sites

205 of 286 BBA Aviation reporting sites achieved zero RIR in H1 2014

08

Daryl in action

The SafeStart project began at H+S Aviation in September 2012 and covers all aspects of safety with a particular focus on behaviour, especially outside of the workplace. SafeStart encourages people to think properly about safety before they begin a task – from climbing a ladder to undertaking a particular driving manoeuvre.

To create maximum engagement, it was decided that the SafeStart

training programme would be delivered by employees to their peers. Daryl, already a safety representative, was keen to be involved and was one of ten volunteers chosen. The team spent four days training with an external expert before splitting into groups to deliver the five modules. The smaller groups became skilled in the modules they were leading and were able to prepare materials and real life examples that were relevant to the H+S audience.

The training team trained approximately 340 employees in a four week period, regularly delivering two sessions a day. New starters all go through the SafeStart process and the team has branched out to run ad hoc communication campaigns on various safety issues such as safety in winter. SafeStart has truly been integrated into day to day thinking for H+S employees.

Daryl Smith, Production Team Leader,H+S Aviation

“ We had a very strong safety culture to begin with so the main thing that has changed has been people’s approach to safety outside the workplace. I see this myself in the way I think about activities such as driving and people are regularly giving us examples of how they have changed their behaviour or approach. Using operational people as trainers really worked – we knew the people and we could tailor the sessions to the local environment and use relevant examples. This has led to much deeper engagement from everyone.”

VALUES IN ACTIONDaryl Smith is a Production Team Leader at H+S Aviation in Portsmouth, UK. He is a member of the H+S Aviation SafeStart training team set up to deliver the SafeStart safety behaviour training programme.

WHAT NEXTBBA Aviation will continue to work towards a world-class safety culture in order to deliver best-in-class health and safety performance and zero incidents. In particular:

Safety will be a major focus of our 2015 Senior Leadership Conference;

We will continue to embed the 10 safety pillars and 10 safety behaviours;

We will continue to focus on near misses and lessons learnt; and

We will implement a safety management system which integrates safety concepts into repeatable processes in a single system.

LAUNCH OF SHEBBA2

BBA Aviation’s new HSE data management and information system went live in January 2014. SHEBBA2 enables us to manage and collate data in a more useful way and has been designed to be simpler to navigate and input data. The new system is truly supporting each of our sites to reach its local sustainability goals.

TOW IT LIKE YOU OWN ITSignature’s ‘Tow it like you own it’ programme began in mid-2012 as recognition for those consistently making safe aircraft tows. Employees are awarded a silver aircraft pin for 100 consecutive safe tows, gold for 500 and platinum for 1,000. To date, 1,132 pins have been awarded.

Carl Teutsch of Signature Chicago (PWK) has recently celebrated 10,000 consecutive safe tows.

Platinum pinsGold pins654 312 166Silver pins

09

People

Number of training hours July 2013-June 2014

156,657hours

Signature Flight Support

26,201hours

Aftermarket Services

LEADERSHIP TRAININGBoth of our divisions have launched new leadership training programmes in the last 12 months. The Aftermarket Services TICKET Leadership training programme focuses on Trust and Integrity, Involvement and Collaboration, Communication, Empowerment and Teamwork. Flight Support’s Leader’s Edge programme addresses issues such as communication, recognition, coaching, and leading change. Both are being rolled out to all leaders at their respective divisions.

BBA AVIATION EMPLOYEE SURVEY 2014The BBA Aviation Employee Survey 2014 began in September 2014. More than 13,000 team members were asked to participate and give feedback on key areas such as safety, customer orientation, quality, trust, ethics, integrity, leadership and working environment and their experiences as an employee of BBA Aviation.

DIVERSITY AND INCLUSIONBBA Aviation launched a diversity and inclusion statement in Autumn 2013. The statement is a simple articulation of our commitment to diversity and inclusion written for use by all employees.

Women at BBA Aviation:Board 14.3%Executive Management Committee 20%Senior Management Group 16.3%

People are BBA Aviation’s greatest asset. Their service skills and operational and engineering expertise are the core of our business. Ensuring that we attract, develop and retain the best people is vital to our success and to meeting and exceeding our goals.

Our businesses provide each of our employees with equal opportunities to thrive as well as specific and relevant job-related training to expand their capabilities and give them the tools needed to reach their potential. In the last year we have rolled out a number of Group and divisional programmes that were developed as a result of employee feedback – these include two way communication training (see right) and leadership skills.

We also initiated a new BBA Aviation-wide Employee Survey in late 2014 in which all team members were asked to participate. Findings from the survey will lead to action plans for improvement and new projects across the business as they were following the 2011 survey.

10

Susie in action

Managing people is one of the biggest jobs that managers and supervisors do on a daily basis and it is important that they have the skills and knowledge to do a good job. A stronger management team ultimately empowers and benefits all of our employees.

Our Effective Two Way Communication training programme has been developed at BBA Aviation and is designed to improve managers’ communication skills and consider the needs of the employee as well as the business when communicating. Managers are encouraged to spend time listening, supporting and collaborating with their teams as well as communicating expectations.

Susie was one of the first to join the programme as a champion and trainer and has trained around 50 managers. Feedback has been excellent with trainees happy to learn new techniques and tools to improve their performance. Susie is also part of the Flight Support team working on a new set of training modules covering HR issues.

Susie Muñoz, Field HR Manager,Signature Flight Support

“ I love training; it’s part of my background and I enjoy helping people to improve their skills. This programme is especially good as I am helping managers to learn how they can work better with their own teams and empower them. Using our own people to train adds a personal touch and helps deliver the information in a really engaging way. We know the business, we know the employees and we know the challenges of the job so we can give good examples and make a bigger difference.”

VALUES IN ACTIONSusie Muñoz is a Field HR Manager for Signature based at Fort Lauderdale, Florida. Susie is a champion and trainer for BBA Aviation’s new Effective Two Way Communication training programme which is being rolled out to all managers and supervisors worldwide.

170+

Walk a Mile days completed to date

WHAT NEXTBBA Aviation will continue to implement policies and programmes that attract, develop and retain the best people to help us exceed our goals. In particular:

We will continue our leadership training programmes at Group and divisional level;

We will broaden the scope of our Above and Beyond recognition scheme;

We will refresh our leadership awards scheme to align more closely to our VMV; and

We will implement actions resulting from our 2014 Employee Survey.

WALK A MILEOur Walk a Mile initiative is going from strength to strength. The scheme, which requires all BBA Aviation senior leaders to complete two days of work experience on shift every year, aims to foster a culture of greater understanding and respect across the business. This is achieved by increasing the leaders’ knowledge of life on the front line and inspiring employees to live our Values by seeing them demonstrated by the leaders they meet.

Simon Pryce, CEO, takes a refuelling role in Atlanta

11

Service

KEY CUSTOMER AWARDSASIG: Jet Fuel Report World’s Best Jet Fuel Operator (for the eighth year running)

H+S Aviation: Rolls-Royce M250 FIRST Network Total Quality award

ASIG’s London Heathrow Aircraft Cleaning Team received special recognition from ANA after the company was awarded ‘Best Aircraft Cabin Cleanliness’ by SKYTRAX

Our customers expect high quality and reliability from every business in BBA Aviation. We aim to surpass expectations and have designed our businesses to anticipate customer requirements both now and into the future so that we can continue to lead the market. This includes a focus on sustainability issues.

Our customers represent the broad spectrum of aviation markets including the three key aviation sectors of Business & General Aviation, Commercial and Military and we work closely with them and other third parties to determine their needs. We also take opportunities to create new services where appropriate and ensure that we maximise the benefit to our customers of offering both Flight Support and Aftermarket activities.

Everyone at BBA Aviation is ultimately engaged in serving the customer and we are regularly recognised for our approach both by customers and by industry organisations. We value that recognition and encourage our employees to continuously improve what we offer through programmes such as Signature’s Service with a Leading Edge.

BBA AVIATION CUSTOMERS

Business & General Aviation (B&GA)

Commercial Aviation

Military Aviation

– Owners and operators of business aircraft

– Civil aviation

– Commercial aviation operators

– Commercial airports– Commercial aviation

fuel providers

– Government and military programmes

SIGNATURE CUSTOMER SATISFACTIONSignature measures its customer satisfaction performance on an annual basis. The company continues to deliver world-class customer experience ratings as defined by the Gallup organisation and People Metrics, demonstrating its absolute commitment to customers and to its Service With a Leading Edge philosophy.

12

Alex in action

SEA CHANGE AT DALLAS AIRMOTIVE (DAI)Project Sea Change began as a medium term plan to relocate some DAI US engine facilities. After careful consideration, DAI increased the scope of the project to fundamentally reconfigure the business and prepare it for the future with the objective of better serving customers through more efficient processes and more cost effective methods. DAI’s ultimate aim is to be the most responsive provider of engine services in the market.

Project Sea Change will deliver workplace improvements at every DAI and Engine Services location in the US with investment in new facilities and programmes. Phase one, which included a major relocation and the renovation of a key facility, completed at the end of July ahead of schedule and without a single injury or recordable incident.

WHAT NEXTBBA Aviation will continue to deliver a safe, reliable and high quality service to all of our customers in an environmentally responsible and sustainable manner. In particular:

We will through our Customer Experience Representatives continue to provide a high touch personalised service at Signature locations;

We will complete the Sea Change programme at DAI; and

We will encourage members of the Corporate Social Responsibility Committee to participate in external/industry bodies to share and help develop new ideas.

Alex has developed a detailed Visual Management (VM) board to track the Quality Control checks and routine maintenance activities required on all ASIG’s vehicles at Luton. The safety of fuelling vehicles is vital, as is adherence to Shell’s operating manual, making QC critical. The vehicle VM board details what checks and maintenance needs to be done on every vehicle and in what timeframe. When tasks are completed magnetic labels are moved to flag when the task again becomes due. It has become a visual aid for everyone requiring an immediate understanding of vehicle

status and future tasks and is a useful budgeting tool, enabling costly tasks to be spread across the year.

The vehicle board has been subject to continuous improvement since its inception, with Alex taking on board comments from all parties including auditors and teams on other ASIG Shell sites now using the board. Versions of the board have also been created for use elsewhere at ASIG Luton – including admin, training and vehicle and yard defects. Shell has also taken an interest in the idea, asking Alex to present the board on a number of global conference calls.

Alex Canfield, Operations Supervisor,ASIG London Luton

“ When you are doing your job you always try to do the best you possibly can. Continuous improvement is a mindset and is encouraged by Shell and by the team here at ASIG. It is very nice to be recognised for what you have done but it is equally nice to know that something you have developed is making life easier for other people too, including our customers. I hope the project has been extremely positive for our relationship with Shell.”

VALUES IN ACTIONAlex Canfield is responsible for the Quality Control of all vehicles used in ASIG’s fuelling operation on behalf of Shell at London Luton Airport.

13

Responsibility

PRINCIPLES OF CHARITABLE GIVING AND COMMUNITY ENGAGEMENT BBA Aviation’s companies and locations are encouraged to focus their fundraising and volunteering efforts in four key areas:

Organisations or activities that benefit the communities in which they operate

Aviation related organisations

Educational programmes

Engineering activities

Local efforts are complemented and enhanced by the BBA Aviation parent company charitable giving programme which enables employees and groups of employees to request funds to provide extra support for the organisations they are involved in.

BBA AVIATION ENVIRONMENT CHECKLIST

We will manage and strive to reduce environmental impact through the efficient use of resources

We treat natural resources with respect and favour technologies that support our business objectives and deliver environmental benefits

We are committed to reducing and preventing pollution and reducing emissions

We support the development of cost effective sustainable solutions by our supply chain

We will provide information to our employees to help them support our environmental goals

We recognise the benefits that can accrue from being a good neighbour and contributing to the communities in which we operate and to the industry organisations and causes we are close to.

Many of the organisations and projects we support and the activities we get involved in, either as BBA Aviation or as smaller business units, come through an existing employee relationship that is then adopted by the whole site.

As a business we are committed to working in ways that consider our long-term needs and that limit our impact on the environment. We have environmental policies and procedures in place that everyone at BBA Aviation must adhere to and we aim for continuous improvement in our environmental performance and the elimination of environmental incidents.

Behaving responsibly – both in the way in which we interact with our local communities and in our approach to the environment is important for BBA Aviation and important to all of our employees. It enhances our relationships and is vital for our long-term ability to operate and to mitigate risk.

14

LOCAL

$180kEDUCATION$363k

ENGINEERING AVIATION$68k

$27k

$206k $30k

Responsibility: Community charitable giving

Donations 2010 – H1 2014

KEY CHARITABLE GIVING ACTIVITIESThe following three donations are representative of the organisations that the BBA Aviation parent company charitable giving programme has supported in the last year; adding to relationships already established locally.

Signature Chicago (PWK)$10,000 donated to the Chicago Area Business Aviation Association (CABAA) Educational Foundation. The Foundation’s purpose is to promote corporate aviation through educational programmes and scholarships. All three Signature locations in the Chicago area are involved in the CABAA, loaning facilities and providing sponsorship and volunteers. The donation will create a new educational programme aimed at younger children.

Ontic Chatsworth$15,000 to Neighbors Empowering Youth, a non-profit agency that assists young adults to obtain technology skills. Ontic has supported the organisation for some time, predominantly through the FIRST Robotics programme which offers local teams the opportunity to compete in nationwide robot building competitions.

Signature CHQ Orlando$8,000 to Able Flight, an organisation that offers people with disabilities, including veterans, flight and aviation career training. Signature began working with Able Flight in 2013, supporting their unique scholarship programme as a major sponsor of a benefit event held in Orlando. To date, Able Flight has provided financial support and mentoring to over 50 scholarship recipients.

H2 2013 and H1 2014 giving list

Signature Kansas $10,000 Angel Flight Central Signature Boston $10,000 Angel Flight New England

Signature Luton £4,500 Age Concern Luton Signature CHQ Orlando

$8,000 Able Flight

Signature Heathrow

£4,500 The Farm, Colnbrook Signature Minneapolis

$7,500 AirSpace Minnesota

ASIG CHQ Orlando $5,000 Coalition for the Homeless of Central Florida

Signature Austin $10,000 Phoenix Arising Aviation Academy

Dallas Airmotive $10,000 GRACE Dallas Airmotive $10,000 Texas Scottish Rite Hospital for Children

BBA Aviation USA $5,000 The Clean Air Campaign Georgia

Flight Support CHQ Orlando

$5,000 Pilots for Kids

Signature Wichita $10,000 Wichita Aero Club Signature Munich €3,750 DKMS

Signature Southampton

£6,000 Starlight Children’s Foundation

Signature Birmingham

£3,000 Birmingham Children’s Hospital

Signature Chicago $10,000 Chicago Area Business Aviation Association Educational Foundation

Signature CHQ Orlando

$5,000 Sun ‘n Fun

Ontic Chatsworth $15,000 Neighbors Empowering Youth

Signature Thessaloniki

€3,750 Greek Children’s Village

Signature CHQ Orlando

$5,000 Give Kids The World Signature Teterboro

$10,000 Teterboro Airport Community Benefit Fund

BBA AVIATION PARENT COMPANY CHARITABLE GIVING PROGRAMMESince its launch in 2010, BBA Aviation’s parent company charitable giving programme has made donations totalling more than $870,000. Donations have been made in line with our focus on organisations that are local, with preference given to those engaged in aviation, education or engineering related activities.

15

Responsibility: Community

TEXAS SCOTTISH RITE HOSPITAL FOR CHILDREN DAI has been involved with the Dallas-located paediatric hospital since 2012 when the executive team took part in a corporate marathon relay fundraising event. In 2013, the company repeated the relay event with five times the number of team members and undertook a number of other fundraising activities. The company will take part in the 2014 relay event and has recently secured an additional $10,000 for the hospital through BBA Aviation’s parent company charitable giving programme.

BACK TO SCHOOLOur Flight Support teams based in Orlando are annual supporters of a number of local Back to School events which provide stationery and lunch box essentials for children and schools in underprivileged areas. Events in Autumn 2013 included the provision of fully stocked backpacks and breakfasts to children supported by the Central Florida Coalition for the Homeless and a collection drive for stationery items for the organisation A Gift For Teaching.

Our teams are encouraged to play an active role in their local communities and local projects through fundraising, volunteering and getting involved in events. We also support a range of aviation-industry related organisations at a corporate level; in some cases for many years.

Our Group-wide Community Involvement and Charitable Giving Framework sets out the approach our sites should take to selecting relationships to take forward, to volunteer hours, to company fundraising matching and to requests for support. This has enabled us to focus on fewer, more ambitious activities, enabling our teams to build ever stronger and

deeper relationships with their local communities and make a bigger difference to the causes and organisations that are important to BBA Aviation and that they care about.

Most of all we encourage our teams to have fun and enjoy the benefits that these relationships bring.

VOLUNTEER HOURS

2,300+ hours

Signature Flight Support (July 2013 – June 2014)

5,700+ hours

Aftermarket Services (July 2013 – June 2014)

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Agnes in action

SINGAPORE RUNIn one of many fundraising activities undertaken by the BBA Aviation Asia Pacific team our Singapore-based employees, along with some family members, took part in the November 2013 Singapore Run for Hope. Sixteen team members, or nearly two thirds of the workforce, took part.

WHAT NEXTBBA Aviation will continue to encourage support for communities local to our businesses and promote the benefits of building strong long-term links. In particular:

We will continue to encourage volunteering and fundraising activities;

We will encourage our businesses to promote a range of community activities so that everyone can get involved; and

We will continue the BBA Aviation parent company charitable giving programme.

Agnes joined Ontic’s CSR Committee very soon after she joined Ontic. Having been involved for most of her life in organising events and with a keen interest in helping other people, she wanted to be involved and offer the benefits of her experience coming from a different country and culture.

With a dedicated group of individuals, the CSR Committee took off very quickly and was soon organising regular activities. The key to success has been the Committee’s determination to offer something to interest everyone, enabling all employees at Ontic to get involved. An annual programme is launched at the beginning of the year, comprising regular events such as a golf day with new ideas including an annual bake off, a quiz, mud-based assault courses and the upcoming international day. Charities are chosen via a recommendation process, with the Committee consulting the organisation on what help would be most useful.

Popular events are repeated and new ones added to keep the programme fresh. The team has set loose targets for participation in CSR activities and estimates that everyone at Ontic has taken part in at least one activity in the last 12 months.

Agnes Sivo, Customer Programme Manager,Ontic UK

“ If you put something different on the plate, there is always someone that will take it. We try to get to know our staff and to find out what might interest them – we are not always running in mud! For example, I championed a remembrance balloon release at the end of last year and we are doing it again this year. I feel happy organising things that help people enjoy each other’s company while doing a little bit of good.”

VALUES IN ACTIONAgnes Sivo is a Customer Programme Manager at Ontic UK. She is a member of Ontic’s Corporate Social Responsibility (CSR) Committee which was formed in the summer of 2012.

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Responsibility: Environment

CONTINUOUS IMPROVEMENT IN ENVIRONMENTAL KPIs BBA Aviation significantly improved performance on its environmental measures in 2013 vs 2012.

-7% Electricity

-13% GHG Emissions

-11% Water

KiloWattHr/$m of revenue; Tonnes/$m of revenue; Thousand litres/$m of revenue – see table on page 6.

BBA Aviation’s environmental reporting system requires each site to record its use of resources, allowing them to track progress and focus on measures that will drive continuous improvement in performance. We also target activities that limit all types of waste and expect our teams to recycle where possible.

Each of our businesses is focused on implementing projects – both small and large – that reduce our use of water and electricity and that limit emissions and waste. We aim to make continuous improvement in these areas every year.

Everyone at BBA Aviation is responsible for considering the environment – either through adhering to our environmental policies, sharing best practice or by behaving in a safe manner in order to avoid environmental incidents. Our environment checklist (see page 14) guides our approach.

Environmental performance and sustainability are key concerns for BBA Aviation when investing in new or upgraded facilities and assets across our businesses.

Signature has recently completed two hangar lighting upgrade projects at its locations in Kansas City (MKC) and Omaha (OMA), replacing older, less efficient lighting systems with new T5 fluorescent installations and occupancy sensors. H1 2014 electricity usage at MKC is down 3% vs H1 2013, whilst electricity usage at OMA is down 7% for the same period.

-3%

MKC H1 2014 electricity usage vs H1 2013

-7%

OMA H1 2014 electricity usage vs H1 2013

SIGNATURE LIGHTING PROJECTS

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VALUES IN ACTIONMike Morgan, Group Environmental Manager has been championing the Atlanta-based Clean Air Campaign since 1998. Working with schools and businesses, the organisation promotes simple ways for individuals to reduce their Greenhouse Gas (GHG) emissions.

Mike in action

Mike joined BBA Aviation from Delta Airlines in 2009. Having worked with the Clean Air Campaign for a number of years he recognised the benefits that working with the organisation could bring to ASIG’s Atlanta location and to other large BBA Aviation sites in the US.

The Clean Air Campaign runs a number of school programmes in the greater Atlanta area that educate children about GHG emissions and how they can be reduced in daily life with small changes in behaviour, for example making green transport choices and parents not idling engines outside of schools. The organisation also

works with companies to create new programmes with a practical application which help employees make greener choices at work and at home such as carpooling, providing company transport or enabling home working. Programme materials are provided and the organisation tracks a company’s progress and GHG reduction over time. ASIG Atlanta has implemented a number of schemes in association with the Campaign and BBA Aviation has sponsored some of the school programmes.

The Clean Air Campaign is now moving national and Mike plans to work with them to develop new programmes at other BBA Aviation locations.

Mike Morgan,Group Environmental Manager,BBA Aviation

“ Ideas promoted by the Clean Air Campaign dovetail very well with some of the things we already ask BBA Aviation employees to do at work; for example, adhering to our no idling policies in Flight Support. Their ideas work well for us as they marry up our business interests with environmental ones, resulting in practical plans for reducing our emissions – on a personal and business basis – that everyone can get involved with.”

WHAT NEXTBBA Aviation will continue to promote and support activities that reduce the impact of our businesses on the environment. Specific actions include:

We will execute four strategies on lowering emissions on our Ground Services Equipment fleet including the use of cleaner engines and alternative fuels; and

We will continue to comply with all current and upcoming regulatory and legislative reporting, including the Carbon Reduction Commitment Scheme; the Greenhouse Gas Reporting Rule (GHG) and the UK’s Energy Savings Opportunity Scheme.

DALLAS AIRMOTIVE SEA CHANGEPhase one of the DAI Sea Change project (see page 13) has included the development of two new facilities – International Turbine Services at 800 Industrial Drive; a parts warehouse and office accommodation and the new DAI PT6 facility based at Dallas Love Field – a full service engine overhaul shop, a F1RST Support operations office and other office accommodation. Both new facilities incorporated a range of sustainable elements including:

Energy efficient LED and T5 High Output lighting

Motion and occupancy sensors

Programmable Heating, Ventilation and Air Con systems

Re-used furniture and recyclable materials

Low water-use toilets

CARBON DISCLOSURE PROJECTBBA Aviation, along with approximately 5,500 other organisations, participates in the carbon disclosure project.

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Integrity

HUMAN RIGHTSBBA Aviation respects the principles of the Universal Declaration of Human Rights and the International Labour Organisation core conventions. We are guided by their provisions in the conduct of our business.

FTSE4GoodBBA Aviation (and its previous incarnation BBA Group) has been a member of the FTSE4Good Index since 2001. This index incorporates companies that meet globally recognised standards of corporate responsibility.

When Joo Kek took on the additional role of Operations Manager at DAI Singapore, he was tasked with boosting the team’s morale and bringing working practices in line with those he had already established at Ontic. B&GA is a growing sector in Asia Pacific and BBA Aviation was keen to establish a strong foothold and a trusted reputation in the regional market for aftermarket services.

Joo Kek’s open and honest management style and commitment to improving communication has made a real difference to the working environment of his teams and to our ability to meet customer expectations. Informal team meetings are held daily over breakfast, lunch or tea so that everyone understands priorities and workflow; a safety briefing is

sent out every morning and Joo Kek is always available to listen to queries and suggestions.

Outside of work Joo Kek encourages his teams to get involved in monthly community and team building events – from fundraising walks/runs to environmental checks on local waterways.

Low Joo Kek,Operations Manager,Ontic and DAI Singapore

VALUES IN ACTIONLow Joo Kek is the Operations Manager of both Ontic and Dallas Airmotive in Singapore. He also leads CSR activities for the wider BBA Aviation business in Singapore.

Acting with integrity is critical to maintaining good and continuing relationships – from those we have with customers and other external stakeholders to the way we interact with each other. Operating in accordance with legislation and best practice is vital for our current and future success.

BBA Aviation has a range of formal policies relating to such areas as Ethics, Gifts and Entertainment and Equal Opportunities. These policies are reviewed every year and the Managing Director of each Group company is responsible for ensuring that employees are provided with information relating to the policies and with

compliance. Compliance with policies is monitored through our internal audit programme.

Our employees are encouraged to come forward if they have any concerns about policies being breached or behaviours that fall short of our standards.

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Joo Kek in action

EQUAL OPPORTUNITIESBBA Aviation values a diversity of background and experience and believes in an inclusive culture for all employees. There should be no differentiation in behaviour or actions relating to an individual’s race, ethnicity or creed nor their gender, age or orientation that could be deemed to be offensive or excluding. We continuously strive to accommodate personal requirements, wherever possible, whether in relation to physical ability and/or personal life factors that impact the individual at work.

CODE OF BUSINESS ETHICSWe expect commitment to the highest level of ethical conduct to be reflected in all of BBA Aviation’s business activities and relationships with all stakeholders.

Our code of business ethics and other policies cover:

Compliance with laws and regulations

Fair competition

Bribery & corruption

Reporting of management information

Conflicts of interest

Protection of proprietary information and company assets

Trading on inside information

Gifts and entertainment

ETHICS HOTLINEBBA Aviation’s disclosure of unethical conduct hotline operates 24 hours a day, 7 days a week.

USA: Dial 888 708 0803UK: Dial 0500 890011followed by 888 708 0803

Telephone numbers for other countries can be found on the BBA Aviation intranet.

All employees must conduct themselves according to the language and spirit of the code and ensure that third parties acting on behalf of BBA Aviation commit to do the same. Any employee aware of any violation or potential violation is required to report it immediately.

WHAT NEXTBBA Aviation will continue to review and update our policies regularly and train and educate employees at all levels on the requirements of the policies.

We will review our CSR strategy and goals with an external consultant;

We will maintain existing regular training and updates on ethical topics for staff including face-to-face presentations and online training; and

We will implement actions resulting from our 2014 Employee Survey.

“ I enjoy what I do. I always tell my staff that one person’s life is around 30,000 days. Half of that is spent sleeping so we must make use of every one of the remaining 15,000 days. Contribute to your work and contribute to the society and community in which you live; you will enjoy yourself and your life will be valuable.”

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For more informationFor additional information on BBA Aviation and its activities please see the BBA Aviation website www.bbaaviation.com

FeedbackWe welcome your feedback on this report at csr@bbaaviation.com or via the feedback function on our website www.bbaaviation.com

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